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Case Study
Sberbank CZ and its strategy in retail banking
Jan Budaev
Prague
winter semester 2015
Table of Contents
Introduction 3
Strategic Management. 4
1.
Strategy Formulation 5
2.
1.1
Vision and mission 5
1.2
Internal and External Environment 6
1.2.1 SWOT Analysis 7
1.2.2 PEST Analysis 8
1.2.3 Long-Term Objectives 9
Strategy Implementation 10
3.
2.1.
Annual Objectives 10
2.2
Build Corporate Culture 10
Strategy Evaluation 12
3.1
Review 12
3.2
Measuring Performance 12
3.3
Summarization of Results 14
3.4
Taking Corrective Actions 15
Conclusion 15
4.
Bibliography. 16
Introduction
Sberbank CZ, a.s. is a relatively new, medium-sized bank in the Czech market.
Firstly, in 2011, Sberbank of Russia bought all the assets of Austrian Volksbank in
the Czech Republic, Slovak Republic, Croatia, Ukraine, Slovenia, Bosnia and
Herzegovina, Serbia and Hungary. According to the company's results in 2011, the
purchase price was amounted to around 600 million euros .In 2013, Volksbank
changed its name to Sberbank CZ.
Sberbank CZ represents itself as a modern bank with a comprehensive portfolio
of products and services designed for individuals, small and medium enterprises as
well as large corporations. We serve almost 100,000 customers throughout the
Czech Republic we build on strong track records and deliver solid financial and
economic results. We are a subsidiary of Sberbank Europe AG a member of the
Sberbank financial group. Sberbank (group) is active in 22 countries where it serves
over 110 million customers. [1]
The very interesting point is that, Sberbank CZ is a bank open to new ideas. The
green corporate colour symbolises a fresh offer of attractive products and services
designed for demanding customers as well as our orientation on go green
corporate social responsibility activities.[2]
The main point of the study case will be primary focused on analyzing the period
during the rebranding from Volskbank to Sberbank CZ.
The main goal of the project is to outline and review the strategic goals in retail
banking of Sberbank CZ and evaluation of the strategic position of the bank in
functional, business and corporate levels.
Strategic Management
Strategic Management as such is basically managing for long-term planning and
directions of the organization. Strategic management in the organization mainly
ensures that actions do not happen randomly but according to a pre-planned,
long-term plans. Strategic management is used both for transmitting requests by
the owners to management organizations as well as the organization's
management to organize, unify and regulate the behavior of all people in all parts
of the organization.
Strategic management is the key managerial activity, where all the management
functions are meeting. It is one of the key pillars of governance and creates a
framework of overall management of each organization. It formulates rules of
functioning, priorities and direction for the organization in the long term, it wants
to achieve. The entire process of strategic management is carried out in three basic,
continually repeating stages: Formulation, Implementation and Evaluation.
1. Strategy Formulation
Sberbanks vision was to become a modern successful company and a major player
in the banking market in Central and Eastern Europe. Within five years we want to
be the fifth largest bank and raise 67 billion CZK of managed assets to 200 billion.
Another aim was to complete the branch network and increase the amount from 22
to 45 branches by the end of 2015. stated CEO Vladimir olc for Hospodsk
Noviny. [4]
After the complete rebranding of Volksbank to Sberbank in accordance with the
business strategy, one of the most important mission was focusing the retail,
especially increase the growth in customer deposits and a rise in customer loans.
Regarding the retail missions, Ji Anto, the member of the management board
stated: One of the most important thing is to focus and improve on-line methods
with the communication with the bank. The future faces a lot from the Internet on
your computer to your mobile phone. Operating bank account using the classic
Internet banking is very extended to include. [5]
The so-called digitization is a very modern trend in today's retail banking. Another
important aim was to offer a new wide range of bank products and services for the
customers.
To analyze Sberbanks internal and external environment, SWOT and PEST analysis
will be utilized in order to estimate the organizations position in the market.
Economic
The economic environment is particularly important for estimating the economical
growth, exchange rate, cost of labor and prices of products and services.
Despite all the economic and political uncertainties associated with sanctions in
2014, Sberbank officially stated that Sberbank CZ, Inc. continues in a normal
activity for the operation holds a sufficient amount of liquidity and capital.
Sberbank CZ, Inc. continues to focus on providing services and support to its
clients and that in line with its long-term development strategy it represents a
significant and reliable partner in the European countries whose markets it
operates.[6]
Social
This area is important especially in the retail banking - sales of bank products to
the final consumers. It deals with at the demographic characteristics, lifestyle
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trends, ethnic and religious issues, but also the area of media and their influence
perceptions of advertising, trade fairs and major conferences. According to the CEO
Vladimir olc, Sberbank retail strategy focuses on a wide range of clients.
In the terms of social responsibility, the long-term strategy announced in 2012
were launched two major projects - employee volunteerism and charitable fund of
Sberbank CZ.
Technological
Technological environment in the retail banking primary focused on innovations
and offering new banking products and its quality system support and
infrastructure.
In 2013, there were launched Sberbank Online Bank. Smart Banking service could
also benefit the owners of devices with Android version 2.3 and higher and iOS
version 5 and higher. Smart Banking is designed to control current and savings
accounts of Sberbank. These services will also enable clients to enter the standard
payment, payment via QR code or to find the nearest branches and ATMs of
Sberbank.
Sberbank still has externally supplied external card from SOB, a.s. However, the
bank is working intensively to transition to its own production, technological
solutions should be done by the end of 2016. The new cards will additionally
include contactless functionality.
2.
Strategy Implementation
The first step in forming a strategy, it determines what resources the organization
currently has that can help reach the defined goals and objects.
2.2
Corporate culture consists of habits, shared opinions, recognized values and rules
of conduct for workers within the company and how they are presented to the
external environment.Corporate culture determines how the bank and its
employees to behave and output to their clients and to each other,
10
Sberbank created a new cultural values and social norms and standards of conduct,
principles and rules applicable in the organization, which will support cultural
aspects. German Gref, CEO of Sberbank Russia stated new values and way thinking
of the organization:
ALL FOR THE CUSTOMER - We are here for our clients and strive to do our best for
them. This approach seeks to comply not only with respect to external clients as
well as internal.
WE ARE A TEAM - Though as a bank are growing and we have a variety of
departments with different priorities, we're still a team that combine the same goals
and values. So together let's build our winning team.
I AM A LEADER - A leader is not just a manager or director, the leader can be every
employee, regardless of position or level of function. Being a leader means to be
ambitious, have high goals and ambitions are fulfilled, want to be good at what I do
have ideas, promote them, demolish them and other arts follow it through to the
end. In Sberbank you in that only support.
11
Strategy Evaluation
Review
The retail banking sector has very significant changes during the first time, which
are mainly related to the appearance and operation of all branches following the
rebranding of Volksbank to Sberbank.
The flagship branch of the Sberbank in Na Pkop 24 was opened in November
2013 and one new branch was launched in Karlovy Vary. Sberbank network
development plan for 2014 and 2015 expected a doubling of the current number of
branches.
The branch network rebranding project following the change in the banks name
focused especially on the creation of the points of sale with a maximum emphasis
on customer comfort. New technologies were also in- stalled at Sberbank branches,
including an iPad service zone, touch screens and the interactive evaluation of
bankers directly at the counters. In addition, elements of sensitive marketing were
also used. [8]
The most important changes in retail included the introduction of new banking
products and services.
3.2 Measuring performance
Sberbank CZ annual report stated that: Despite strong competition in the market,
the year 2014 was a year of record breaking results for the Sberbank CZ retail
division. In 2014, Sberbank CZ acquired a significant number of new retail clients,
achieved high sales volumes in the key retail product areas (consumer loans,
consolidation loans, savings accounts and mortgage loans), expanded the branch
network with ve new and three re-located and/or redesigned branches and
witnessed the amazing launch of the brand new on-line sales channel eShop
with a current share of almost 10% in the sale of consumer loans.
12
13
3.2
Summarization of Results
14
Conclusion
To main purpose of the study about the retail of Sberbank was to outline and
analyze strategic formulation, implementation and evaluation of the internally
gained data from the organization.
According to the results and awards obtained in retail, it can be concluded that the
bank has undergone considerable development and has achieved or, in some cases
exceeded its main objectives. Financial aspects of the corporate seems to be very
stable and healthy.
Regarding the growth of the branch network, number of the new clients and retail
stores, it is clear that the period after the rebranding of Volskbank was very
successful and the bank faces forward. Nevertheless, they are recorded some
aspects that need to be supported and improved.
According to the strategic plans for the next periods, the bank will place a pressure
on eliminating those weaknesses.
15
Bibliography
[1]
[2]
[3]
[4]
[5]
[6]
[7]
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